The benefits of active ownership

In both Britain and the USA, the majority of the shares in quoted companies are owned by institutional shareholders such as pension funds and insurance companies. But, in most cases these major shareholders are “passive”, that is they prefer not to become involved in the management of the companies in which they invest – unless there is a crisis. By this time unfortunately it is often too late to prevent their shareholders or pensioners from losing money. In this article Rolf Carlsson describes how the Wallenberg family through their holding company Investor AB have helped a number of Swedish companies to become world leaders by working with their managers as active investors. He tells the story of ABB and L.M. Ericsson but the Wallenberg sphere of influence has also included Atlas Copco, SAAB Scania, SKF, Swedish Match, Alfa Laval, Stora and Electrolux. Also he explains how the Wallenberg family evolved the competencies and structures which they needed to fulfil their role as an active investor. These competencies included: choosing the right businesses in which to invest; “meta‐management” – recruiting and appointing the right chief executives; “legitimization” – building the Wallenberg reputation and good name in Swedish society and internationally by pursuing socially responsible and ethical policies; and nurturing corporations so they can become global leaders. The family works through two key structures: Investor AB – an investment company which has a board of non‐executive directors and two executive vice chairmen most of whom are experienced CEO’s from industry and commerce; and independent company boards, with strong CEO’s – which they change as necessary to ensure that they have the competencies required to deliver the agreed strategies. The Wallenberg’s approach to active ownership is entrepreneurial: “the need for incessant renewal”.